i 7 6 THE POPULAR SCIENCE MONTHLY. 



trustees of the college must choose ; but practically this answer does 

 not fairly cover the case. The average board of trustees consists not 

 of special scholars, but of men in active life merchants, manufactur- 

 ers, lawyers, doctors, and the like ; with oftentimes a liberal sprink- 

 ling of clergymen thrown in. It may be that not one of them has any 

 special knowledge of the branch to be taught by the proposed appointee, 

 or any adequate means of judging independently as to the relative fit- 

 ness of the candidates. In some instances, too, they meet but once a 

 year, namely, at commencement time ; and in such cases a decision 

 must be reached in advance of the meeting. Clearly, then, they must 

 act upon recommendations ; and the practical question is, Whose recom- 

 mendations shall carry the most weight ? 



To this question a great variety of answers are possible ; as maybe 

 shown by citing three common modes of procedure : First, an elec- 

 tion may be carried by personal lobbying ; the candidates and their 

 friends seeking out individual trustees, and, by all sorts of arguments, 

 relevant and irrelevant, securing pledges of support. This process is 

 objectionable enough in politics, but it is tenfold worse in educational 

 affairs. Secondly, the president of the college may decide between 

 the candidates, and make a recommendation upon his own responsi- 

 bility a method which is perhaps the one most generally followed. 

 Thirdly, the faculty as such may be officially consulted, and their nom- 

 inee given the appointment. Ignoring the first plan as unworthy of 

 consideration, let us examine carefully the other two. 



The efficiency of the second mode of appointment naturally de- 

 pends upon the character, tact, and temperament of the college presi- 

 dent who attempts to carry it out ; and it may lead either to good 

 results or to mischief. A wise president, having an appointment to 

 recommend, will scrupulously consider all the interested parties. Hav- 

 ing ascertained all the essential facts concerning the available candi- 

 dates, and being satisfied as to their antecedents and ability, he will 

 consult with his associates upon the faculty, especially with those most 

 interested in the appointment to be made, and in his final decision he 

 will give due weight to their advice and wishes. Theoretically, this 

 method is simple enough, but in its practical application it is often at- 

 tended by serious difficulties. Sometimes a faculty is split into cliques, 

 and then the president must either make an independent decision, or 

 else take sides with one faction as against another. Such dilemmas are 

 common, and bring great uneasiness to their victims. A new presi- 

 dent may find an old faculty half buried in a rut from which it can be 

 lifted only by fresh and vigorous men ; he may be embarrassed by 

 alumni, who expect appointments in preference to outsiders ; there 

 may be tutors who will growl and grumble if not promoted in accord- 

 ance with their own notions as to their deserts. Whichever way he 

 turns he is liable to create dissatisfaction and heart-burning ; the un- 

 successful candidates and their friends all abuse him for favoritism 



